In 2009, the International Education Society wanted to increase traffic to its Czech website, www.Skoly.cz. View Summary

In 2009, the International Education Society wanted to increase traffic to its Czech website, www.Skoly.cz. The site provides information on the different types and levels of education available to Czechs. The objectives of the campaign were to increase views of the website by 200% in order to tackle the larger economic problems in the country caused by a lack of skilled labour. The campaign was targeted at young people deciding on their future education and workers seeking new skills. The campaign tapped into the Czech sense of humour with the well-known phrase, ‘should you not learn more, you end up digging’. This message was displayed on T-shirts worn by ten men digging in the centre of Prague where they could be seen by thousands. The campaign gained a large amount of media and public attention and was a success; reaching a large amount of people.

Belgacom TV, the Belgium television company, had been successful in attracting customers through its ownership football rights and it saw a similar sales potential in increasing awareness of its paid movie offers. View Summary

Belgacom TV, the Belgium television company, had been successful in attracting customers through its ownership football rights and it saw a similar sales potential in increasing awareness of its paid movie offers. Belgacom’s objective was to link its brand image to movies in the most convincing and appealing way possible, thereby boosting sales. Movie watchers are a large group, so the campaign had to have a wide appeal while focusing on families with children as this group had been identified as the most likely to purchase a movie. The campaign consisted of a televised advert showing the story of a Belgium man sharing a house with several big Hollywood stars. In order for him to communicate with them he must speak ‘Flenglish’ – a mixture of English and Flemish. This campaign was supported by a mini-site and an exhibition at the country’s largest campsite which reached around 10,000 people.

SCA-owned toilet paper brand Triple Velvet was number two in the UK market and needed to increase awareness of its new environmental strategy: for every tree it used it would replant three more. View Summary

SCA-owned toilet paper brand Triple Velvet was number two in the UK market and needed to increase awareness of its new environmental strategy: for every tree it used it would replant three more. They wanted to target mums with children aged between 5 and 7 who were interested in the environment and wanted to educate their children about it. An interactive brand experience featuring the brand’s well-known spokesperson Baby MD was created using an artificial forest installation which toured shopping centres across the UK which invited children to become a tree detective. A log book was given to children who participated, which was used to promote a microsite designed to mirror the interactive forest activity. Parents of the children were also given a discount coupon for their next purchase of Triple Velvet. The objectives of the campaign included having an ROI payback inside of two years and a 1.5% conversion to purchase.

Kofola is a soft drink from the Czech Republic, where it serves as the market leader for cola-flavoured drinks. View Summary

Kofola is a soft drink from the Czech Republic, where it serves as the market leader for cola-flavoured drinks. The brand wanted to further promote itself to consumers of all ages in the Czech Republic and Slovakia via the internet. The campaign was based around a microsite, featuring an actress famous in both countries, which allowed users to personalise a “Christmas Prophecy” to send to a friend. These e-cards could then be shared on Facebook and the site itself was promoted through online banners, social media, via direct mail and a limited edition Kofola bottle. The campaign succeeded in its goal of reaching more users than the previous year’s campaign.

The lemon-flavoured soft-drink Gini, owned by Orangina Schweppes Belgium, had been declining for several years because of young people preferring sweeter soft drinks. View Summary

The lemon-flavoured soft-drink Gini, owned by Orangina Schweppes Belgium, had been declining for several years because of young people preferring sweeter soft drinks. In response, Gini launched a sweeter flavour called “Passion” and wanted to promote both its “Lemon” and “Passion” variants to 18-24 year old Belgians, but in a way that didn’t exclude the over 30s. The campaign revolved around the ‘Angel or Demon’ concept and was promoted on public transport, online, social media and in key target areas (such as universities and cinemas). Further promotion occurred through the use of branded items and drink samples in clubs, pubs and food outlets. The campaign led to an increase sales of 9%.

Publishing house Klewer were looking for a cover design for the International Advertising Festival in Cannes Belgian edition of its advertising/marketing magazine PUB. View Summary

Publishing house Klewer were looking for a cover design for the International Advertising Festival in Cannes Belgian edition of its advertising/marketing magazine PUB. The recession meant many Belgians would be following the event from home, which led to the concept that PUB magazine would use its cover to make consumers feel like they were part of the festival. Using augmented reality technology the cover led to a promotional website which allowed consumers to pose with their own ‘Cannes Lion’ trophy. The pictures were collated to an online “Hall of Fame” that led it to news of the site spreading virally online.

The savoury snack brand Doritos, owned by PepsiCo, wanted to promote the launch of its new mystery flavour crisps in the UK, alongside increasing sales and creating consumer engagement. View Summary

The savoury snack brand Doritos, owned by PepsiCo, wanted to promote the launch of its new mystery flavour crisps in the UK, alongside increasing sales and creating consumer engagement. The strategy aimed to create a digital gaming experience that would appeal to its target consumers, which are predominantly male 16-24 year old online gaming enthusiasts. The first part of the campaign allowed consumers to try to guess the mystery flavour for the chance to win £20k. This was supported by an online advergame which consumers could progress through by entering unique codes available on promotional Doritos packs. If the game was completed, it gave the consumer a chance to win prizes including a cash prize of £50k. In order to promote the game, a cinematic trailer was seeded across the web and influential bloggers were given unique codes for use in the advergame that they could share with their readers.

Chiquita, the Czech banana brand was worried about losing out to competitors and wanted to defend its place on supermarket shelves. View Summary

Chiquita, the Czech banana brand was worried about losing out to competitors and wanted to defend its place on supermarket shelves. Chiquita’s bananas are more expensive than the other brands in the Czech Republic, however it did not wish to lower its prices; it also wanted to maintain or increase sales during the summer period where banana consumption traditionally slows. Chiquita’s main consumers are mothers so it decided to tap into emotions connected to family relationships. The campaign involved the handing out of stickers in stores. These stickers were similar to the ones on Chiquita’s bananas but had messages of love written on them; the idea was to place a declaration of love on a banana and give it to a loved one. Total sales of Chiquita bananas increased by 34% during the promotional period.

Come a Casa, the maker of premium ready-made meals in Belgium, wanted to shift the way its brand was perceived. View Summary

Come a Casa, the maker of premium ready-made meals in Belgium, wanted to shift the way its brand was perceived. Ready meals were traditionally viewed as the food of bachelors and students; a quick and convenient way to eat a meal, often alone and with no emotional value attached. Come a Casa wanted to challenge these perceptions and to emphasise the social dimensions of its convenience meals. As its products were Mediterranean meals, Come a Casa linked its campaign to the Italian national holiday Festa Della Repubblica; as Italians are well known for embracing large social dinners with family. The campaign involved an online search for Belgium’s biggest family, which when identified would receive a family dinner. This campaign was supported by adverts in newspapers, online and on Come a Casa packs which advertised the products as perfect for large meals with family.

In 2009 LEO of Kraft Foods, the makers of the famous Belgium waffle, wanted to launch a campaign that would allow it to continue to hold its own in a very competitive market with a budget of around 10% of that which its competitors enjoyed. View Summary

In 2009 LEO of Kraft Foods, the makers of the famous Belgium waffle, wanted to launch a campaign that would allow it to continue to hold its own in a very competitive market with a budget of around 10% of that which its competitors enjoyed. LEO’s target audience was young mothers who bought the waffles for their children, it therefore wanted the campaign to emphasise a feeling of wholesomeness while tapping into the nostalgia people felt about the original LEO advert in 1989. The campaign consisted of the original character, Rudi searching for his replacement and enlisting the help of the Belgium public. The person selected won the chance to record a song with a famous music producer. This campaign was accompanied by a partnership with a national reality TV show and Rudi went on to host his own television programme.

Sales in GlaxoSmithKline’s soft drink brand Ribena were declining because of increased competition from Oasis, as well as Ribena not being seen as a lunchtime drink. View Summary

Sales in GlaxoSmithKline’s soft drink brand Ribena were declining because of increased competition from Oasis, as well as Ribena not being seen as a lunchtime drink. Therefore Ribena wanted to drive penetration of the brand amongst lunchtime drinkers by targeting more affluent consumers aged 25-35 who worked full-time, had no kids and lived in major conurbations. It hoped that this would increase sales of Ribena by 10%. The campaign was based around the ‘Out For Lunch’ concept which gave those who purchased Ribena a chance to win 1 of a million inflatable lunchtime assistants. The idea was designed to encourage workers to escape their desks for their lunch break, allowing the assistant to ‘do their work’ whilst they were away, as well as incentivising purchase.

The second largest supermarket chain in the UK, ASDA, has over 370 stores nationwide. There were concerns that the recession would affect ASDA’s ability to fundraise with charitable donations dropping by 25% across the whole sector. View Summary

The second largest supermarket chain in the UK, ASDA, has over 370 stores nationwide. There were concerns that the recession would affect ASDA’s ability to fundraise with charitable donations dropping by 25% across the whole sector. As a result, they needed an innovative strategy to get shoppers to donate to annual British charity appeal, Children in Need. Capitalising on the revival of home baking, the campaign targeted children aged 5-11 and their parents in ASDA stores by handing out a free ‘Bake the Bear’ kit. The kit was sponsored by Flora and children could use it to make cookies to sell and raise money for Children in Need. The campaign was promoted in official fundraising packs, ASDA stores, its magazine and online. The Bake the Bear campaign meant ASDA exceeded their fundraising target of £1.5 million by over 12%, despite the recession.

Pepsi Co International was looking to increase the market share its carbonated soft drink 7UP had on the ‘Impulse’ sector in Ireland, where it was number three at the time. View Summary

Pepsi Co International was looking to increase the market share its carbonated soft drink 7UP had on the ‘Impulse’ sector in Ireland, where it was number three at the time. The campaign, ‘7Up Natural Wonders,’ revolved around 7UP officially supporting the Irish Cliffs of Moher’s bid to be one of the new 7 Natural Wonders of the World. The first phase of the campaign was based online, with and social media directing people a promotional website featuring viral videos and social media pages of a “Moher Man” character. The second phase incorporated in-store activity where trips to one of the existing 7 Natural Wonders of the World were given away. The campaign was further publicised by branding on over 6.9 million bottles, on-street activity, PR, TV, radio and print. Researched showed there was an 87% awareness level for the campaign.

Kraft Food’s German chocolate brand Milka wanted to raise awareness of its expanded line of praline chocolates and its new “Kleines Dankeschön” (A Small Thank You) range to its core audience of most female, 30-59 year olds. View Summary

Kraft Food’s German chocolate brand Milka wanted to raise awareness of its expanded line of praline chocolates and its new “Kleines Dankeschön” (A Small Thank You) range to its core audience of most female, 30-59 year olds. The campaign involved a “Sag es mit Milka” (Say It with Milka) microsite which allowed consumers could send somebody a box of chocolates with a personalised greeting and encouraged participation through the inclusion of prize draws. The promotion was advertised online, the radio and through a branded ‘letter box’ stand to be displayed in shops.

Soft drink giant Coca-Cola wanted to create a digital reward programme that engaged the target audience of teenagers, young adults and mums in the UK during a time of increasing economic uncertainty. View Summary

Soft drink giant Coca-Cola wanted to create a digital reward programme that engaged the target audience of teenagers, young adults and mums in the UK during a time of increasing economic uncertainty. The promotion, Coke Zone, allowed consumers to collect points from codes on bottles, which could be redeemed for prizes via an online account. The key communication tool was email, with a monthly e-newsletter sent to encourage the earning and redeeming of points. The content of the email varied by audience which was split into three sections: teenagers, male adults and female adults. The campaign resulted in a 10% growth in consumption by active members after three months and an increased propensity to purchase Coca-Cola from regular site users of up to 30% (compared to one time users).

During the economic recession, automotive manufacturer Volkswagen was looking to promote its new-style campervans in the UK, for the first since time since 2003. View Summary

During the economic recession, automotive manufacturer Volkswagen was looking to promote its new-style campervans in the UK, for the first since time since 2003. The vans sit in a market of its own between MPVs and motor-homes and come equipped with a cooker, coolbox, sink and comfortably sleep up to four adults. The core audience being targeted were grown-up campers (55+ with no kids at home), active families (35+ with kids at home) and outdoor adventurers (25-54 with no kids at home). The campaign revolved around the concept of ‘escaped VW campervans’ which aimed to show how consumers could go on holiday with the vans. They were loaned to celebrities (including British radio DJ Jo Whiley and Olympic medallist Bryony Shaw) who shared their experiences via social media. Publicity was also generated through POS material in campervan outlets, a microsite and appearance of the van at summer events relevant to the target audience. The campaign received positive feedback on social media platforms.

Albert Heijn, the largest food retailer in the Netherlands, was enjoying good sales but realised that families with children were unrepresented in stores and decided to remedy this. View Summary

Albert Heijn, the largest food retailer in the Netherlands, was enjoying good sales but realised that families with children were unrepresented in stores and decided to remedy this. Its objectives were to increase brand awareness, preference and likeability amongst families with children and also increase market share and weekly sales. In a climate of supermarket price wars and price slashing, Albert Heijn decided to be different and launch an added-value campaign; shoppers would be given a set of football stickers for every 10 Euros spent at Albert Hejin stores. This promotion was accompanied by a television advert that showed Premier League footballers working in Albert Heijn stores. The TV commercial was supported by videos of the players released on YouTube to create an online buzz then outdoor and in-store adverts. There was also an accompanying online quiz as well as swap events and prizes for the best collectors.

Premium automotive brand Mercedes-Benz, a division of Daimler MG, wanted to improve its customer service and employee engagement in the UK during a time of economic recession. View Summary

Premium automotive brand Mercedes-Benz, a division of Daimler MG, wanted to improve its customer service and employee engagement in the UK during a time of economic recession. The campaign needed to be aimed at all 6,047 staff in both Mercedes-Benz and Smart dealers, meaning its target audience was very diverse, ranging from maintenance staff to the dealer principal. In order to meet this objective, the ‘Allstars’ programme was launched. The website explained to staff how their customer service was being measured and offered rewards to both individuals and teams that showed outstanding performance or improvement. It also featured an online quiz focusing on critical issues every quarter and a series of retro style online games in which dealerships could win prizes if their team performed well. As a result of the campaign, Mercedes–Benz came 4th in the JD Power survey, one of the main methods of measuring customer service experienced by motorists.

The Dutch don’t really eat many ice lollies compared to the rest of Europe; they view them as an unhealthy treat. View Summary

The Dutch don’t really eat many ice lollies compared to the rest of Europe; they view them as an unhealthy treat. It was because of this fact that OLA, owned by Unilever, wanted to change public perception of lollies and inform people exactly what they contained. OLA’s objectives were to distribute 4 million copies of its Snack-o-meter and to make at least 50% of its target audience aware of the campaign. The Snack-o-meter was an independent calorie counter that compared the amount of calories in various snacks, showing that many of OLA’s products had fewer calories than people generally thought. OLA wanted sales to rise by at least 3% and sales of the products advertised on the Snack-o-meter to rise by 15%. The campaign was supported by adverts on television, magazines, shop floors, online, promotional teams and an iPhone application. The campaign was a success; the iPhone app alone was downloaded 8,166 times.

The Italian NGO Cesvi needed an effective strategy to raise funds in order to teach those affected by the famine in Uganda how to grow their own food. View Summary

The Italian NGO Cesvi needed an effective strategy to raise funds in order to teach those affected by the famine in Uganda how to grow their own food. The campaign involved contacting previous donors with a mailing resembling a recipe book, with the ingredients being ones which Cesvi could teach Ugandans the grow. A follow-up email was sent several weeks later thanking those who’d donated and asking those who hadn’t to donate. As a thank you gesture, those which donated were emailed printable Ugandan recipes. Donations after the follow-up email guaranteed an ROI of 264%.

Coca-Cola’s fruit flavoured soft drink launched a six-month promotional programme called “Con Poco Me Lo Monto” (“I get by with little”) designed to engage young people in Spain aged 16 to 22, by allowing them to take part in games on a microsite which gave them the chance to win prizes. View Summary

Coca-Cola’s fruit flavoured soft drink launched a six-month promotional programme called “Con Poco Me Lo Monto” (“I get by with little”) designed to engage young people in Spain aged 16 to 22, by allowing them to take part in games on a microsite which gave them the chance to win prizes. The campaign was publicised on Fanta products as well as press, out door, radio, internet and TV. There were more than 2.5 million visits to the microsite and 80% of participants were from the target age group.

Procter and Gamble-owned laundry detergent Ariel wanted to raise awareness in Germany of their win of the SitWa award for the second year running. View Summary

Procter and Gamble-owned laundry detergent Ariel wanted to raise awareness in Germany of their win of the SitWa award for the second year running. It partnered with the number-one food retailer in Germany, the Edeka Group, in its aim to engage mothers and their children in the promotion. Based on the German’s love of football, Ariel and Edeka launched a competition to win youth football jerseys. Promotion was done through posters, standees, online and organising promotional events. The campaign increased Ariel’s volume share of the market by over 20%.

Belgian beer Maes, owned by manufacturer Alken-Maes, had suffered a negative trend in growth over the last 25 years, largely owing to from increased competition from Inbev-owned beer Jupiler. View Summary

Belgian beer Maes, owned by manufacturer Alken-Maes, had suffered a negative trend in growth over the last 25 years, largely owing to from increased competition from Inbev-owned beer Jupiler. Maes had recently been relaunched with new packaging and a new taste and it was looking for an innovative way to target 18-35 year old beer drinkers without excluding women. The campaign asked people to put an empty crate in front of their window, and if one of their teams spotted it, they were given a full crate of Maes. Promotion was done through TV, press, radio, blogs and social networks.

Diageo-owned wine brand Blossom Hill wanted to be able to differentiate itself in the cluttered UK wine market where brand loyalty is low. View Summary

Diageo-owned wine brand Blossom Hill wanted to be able to differentiate itself in the cluttered UK wine market where brand loyalty is low. Rosé wine tends to be the most popular in the summer period but it was under increasing competition from other ‘summer’ drinks as well as being affected by the recession. Therefore, Blossom Hill became the official sponsor of the Wimbledon tennis tournament for the ‘Let Play Begin a Wimbledon’ campaign, aimed at 30-45 year old women with higher-than-average incomes and children. The strategy was executed at the event by serving a Rosé-based tall drink, a prize draw to win silverware and through branded rickshaws. Furthermore, limited edition Wimbledon bottles being sold in stores across the country and a microsite offered the chance to win Wimbledon Ladies Final tickets. The campaign resulted in a 135% increase on year-on-year sales.

In 2009, McDonalds sought to improve its image in Belgium in order to counter the negative perception of its food quality. View Summary

In 2009, McDonalds sought to improve its image in Belgium in order to counter the negative perception of its food quality. Its objective was to show to people that its food was of good quality and had nothing to hide. ‘Nothing to hide’ was the creative message used in the campaign which consisted of radio and cinema advertising leading up to a Kitchen Open Doors event. The adverts involved McDonalds’ employees and customers speaking about the good quality of its food and emphasising the message of ‘nothing to hide’ by doing radio spots completely naked. The campaign culminated in an event where McDonalds opened its kitchen doors to the press to show it had nothing to hide. The campaign generated media coverage worth an estimated 1,050,000 Euros and resulted in an increase in the quality image of the brand.